One of the most radical changes impacting organizations is the morphing of the old performance appraisal into “performance development.” A thoughtful post by Jim Harter at Gallup challenges you to think about this concept.
Who can blame a new employee for breezing into the office with a big list of ideas about how to change things up? But, unless you specifically hired this individual to be a change agent in your organization, your new hire will need a little sensitivity training before she creates unnecessary drama with other employees.
Many salespeople these days say they’d like to have more interaction with their sales managers. Specifically, according to the 2017 Voice of the Sales Rep study, they’d like to have more sales coaching. But is the limited amount of coaching we’re giving them doing any good?
To speed up the hiring process, managers may be tempted to bring in the same kind of sales rep who worked well in the past. Sona Jepsen, entrepreneur.com guest writer and vice president for Fidelity National Information Services (FIS) suggests a different thought process for hiring and training sales reps.
The way you work with your team members, coaching versus managing, will mean the difference between success and failure in the long term. To learn about the differences between coaching and managing, check out the work published by Jack Zenger and Joseph Folkman.
To make a splash in the marketplace, businesses will often establish a compensation system that rewards salespeople to take huge risks in exchange for the chance to earn huge sums. Research published in Kellogg Insight also associates these kinds of compensation models with the recent near collapse of our financial systems.
Promoting your best worker into a management role doesn’t mean he’ll automatically make a great team leader. If your company doesn’t provide the right type of support to this new manager, you’re risking a huge failure.
It seems like most managers have forgotten the mentorship part of their jobs – if you listen to the voice of the sales rep. “He doesn’t seem like he wants to help me out,” a respondent said about his manager in SalesFuel’s 2017 Voice of the Sales Rep study. “He is not around when I need him or he fails to see the importance of an issue I need his help to resolve.” These are direct quotes from two of the 725 salespeople SalesFuel polled in January 2017. And it’s what sales representatives are thinking, but aren’t telling their managers. Download this free white paper now!
If your new sales assistant seems intimidated by the bully in the budget office, she might be in the habit of relying on you to get the monthly sales numbers. To prevent this situation from getting out of hand, follow the advice of Marlene Chism and train your team members to solve more of their own problems.